Selection of suppliers electronic waste in the telecommunications sector

Las empresas de telecomunicaciones son una de los más grandes generadores de residuos electrónicos debido a las innovaciones tecnológicas que afrontamos en esto tiempos, es por eso que deben de identificar las normas existentes que les aplican para darle cumplimiento, en este proceso los proveedores de Residuos Electrónicos deben de ser un aliado en este procesoTelecommunications companies are one of the largest generators of electronic waste due to technological innovations which we are facing at this time, so that they must identify the existing rules that apply to them to give compliance, this process suppliers electronic waste should be an ally in this process

An Examination of the Role of Industry 4.0 in Supply Chain Management: Critical Success Factors and a Roadmap

Global supply chain management aims to enhance efficiency and profitability for suppliers, manufacturers, logistics providers, and warehouses. It faces challenges due to the complexity involved. To stay competitive, organizations in the industry are leveraging Industry 4.0 technologies, but some struggle with implementation due to limited expertise. The primary challenge of Global Supply Chain Management now is to integrate Industry 4.0 tools and technologies to maintain high-quality standards and optimized processes. This study focused on identifying the key factors that directly affect the success of integrating Industry 4.0 into the supply chain. It examined both tangible and intangible business resources and investigated the mediating role of work engagement. Despite previous research efforts to develop frameworks and methodologies for Global Supply Chain Management and Industry 4.0, there remains a lack of consensus regarding the factors crucial for successful implementation. The availability of business resources and the level of employees\u27 work engagement are considered vital factors that have contributed to this ongoing debate. To validate the latent constructs, confirmatory factor analysis was conducted. The relationship between variables was analyzed using structural equation modeling with AMOS software. The study revealed that physical, financial, human, technological, and organizational resources, along with work engagement, had a positive impact on Industry 4.0 success. Work engagement partially mediated the effects of physical, financial, technological, and organizational resources on Industry 4.0 success. However, the study found that work engagement did not mediate the relationship between human resources and Industry 4.0 success. This study aims to provide a practical roadmap of scalable Industry 4.0 tools that can bring value to supply chain organizations. By transitioning from traditional methods to digitalized approaches, organizations can become more agile, flexible, accurate, and efficient. Ultimately, this transformation can help them gain a competitive advantage in the industry

Meeting global business information requirements with ERP systems for improved business performance

This thesis explores global business performance outcomes as a result of aligning ERP systems capabilities to global business information requirements. Global business is a network of interconnected organizations that have multinational operations and exchange finished goods, raw materials, services, information, knowledge, skills and capital across national boundaries. It is a new business trend in which organisations from all industry sectors capitalize on cheap labour, low cost capital, unique resources and new market opportunities in the global economy. Global business management entails unique information requirements from strategic business units (SBSs) operating in different parts of the world. Global business information requirements include: 1) multi-level and multi-purpose information from global SBUs; 2) accurate and timely information; 3) consolidated information; 4) global business process information; 5) global supply chain information; and 6) secure information. The first three information requirements are important for supporting management decisions while the other three are important for supporting global businesses’ operating decisions. Enterprise Resource Planning (ERP) systems have been increasingly adopted to meet global business information requirements. ERP systems capabilities that support global business information management include multi-level and multi-purpose information management; delivering accurate, timely and consolidated information; integrating global business process information; managing global supply chain information and transmitting secure information. Using structural equation modelling (SEM) technique this research established that if two variables (global business information requirements and ERP systems capabilities) co-align, this resulted in improved business performance. The co-alignment in this research is adopted from Venkatraman’s explanation of “fit as co-variation/co-alignment” perspective. Performance outcomes of global business as a result of co-aligning ERP systems capabilities and global business information requirements are measured using four perspectives: financial performance; customer performance; learning and growth performance; and internal business process performance. Findings of this research supported the conceptualisation of fit from the co-alignment/co-variation perspective, confirming that the co-alignment of global business information requirements and ERP systems capabilities leads to better business performance of global organizations. The findings also confirmed that global organisations have unique information requirements that are somewhat different to local businesses. ERP systems are able to support global business information requirements. Findings also confirmed that the financial, customer, learning and growth and internal business process performance of global organizations are moderated by the organization size and the globalization history. Not only does this research fill the void in global business literature by investigating the important role information plays in global business management, but it extends the ERP literature and IT/IS alignment theories to the co-alignment of IS capabilities with global business information requirements for improved performance outcomes. The major contribution to knowledge this research makes is the development and validation of a co-alignment model, extending theories of IT/IS alignment to the alignment of a specific information system (ERP system) to a specific type of business (global business)