Institutional shared resources and translational cancer research

The development and maintenance of adequate shared infrastructures is considered a major goal for academic centers promoting translational research programs. Among infrastructures favoring translational research, centralized facilities characterized by shared, multidisciplinary use of expensive laboratory instrumentation, or by complex computer hardware and software and/or by high professional skills are necessary to maintain or improve institutional scientific competitiveness. The success or failure of a shared resource program also depends on the choice of appropriate institutional policies and requires an effective institutional governance regarding decisions on staffing, existence and composition of advisory committees, policies and of defined mechanisms of reporting, budgeting and financial support of each resource. Shared Resources represent a widely diffused model to sustain cancer research; in fact, web sites from an impressive number of research Institutes and Universities in the U.S. contain pages dedicated to the SR that have been established in each Center, making a complete view of the situation impossible. However, a nation-wide overview of how Cancer Centers develop SR programs is available on the web site for NCI-designated Cancer Centers in the U.S., while in Europe, information is available for individual Cancer centers. This article will briefly summarize the institutional policies, the organizational needs, the characteristics, scientific aims, and future developments of SRs necessary to develop effective translational research programs in oncology

Supply Chain (micro)TMS development

Project Work presented as the partial requirement for obtaining a Master's degree in Information Management, specialization in Information Systems and Technologies ManagementThe rise of technology across many verticals has necessitated the company’s move to digitalization. Despite “XPTO” company a well know player on the retail and success on e‐commerce internal market, they aimed at the strategy of continuous innovation to drive business growth and strengthen their position as a premium brand. They decided to move forward into digitalism inside cloud based solutions to get all the advantages of microservices architecture: optimize logistics and supply chain management, speed up the workflow and maximize service efficiency. An agile organization is not achieved purely by shifting the focus from traditional functional/ technological oriented organizations. The new way to organize teams must reflect all the principles and right segregations of roles, which will be the most immediate and visible disruption and cutover from the traditional way of managing the IT. In this project we aim to use agile framework with development based in house cloud microservice solution for a (micro)TMS solution/system that address the immediate needs imposed by the market in order to use it has competitive advantage