Ready for Tomorrow: Demand-Side Emerging Skills for the 21st Century

As part of the Ready for the Job demand-side skill assessment, the Heldrich Center explored emerging work skills that will affect New Jersey's workforce in the next three to five years. The Heldrich Center identified five specific areas likely to generate new skill demands: biotechnology, security, e-learning, e-commerce, and food/agribusiness. This report explores the study's findings and offers recommendations for improving education and training in New Jersey

Beyond Waste Reduction: Creating Value with Information Systems in Closed-Loop Supply Chains

We study the role of information systems in enabling closed-loop supply chains. Past research in green IS and closed-loop supply chains has shown that it can result in substantial cost savings and waste reduction. We complement this research by showing that the effects are more than that: using information systems can also create business value for a firm in closed-loop supply chains. We make a novel distinction between four types of value: sourcing value, environmental value, customer value and informational value. Particularly the last two types have not been recognized in past research. We then analyze 8 cases (2 for each of the 4 value types) to highlight the role that information systems play in enabling this value creation and find three key results. First, we find that IS is an essential enabler for all four value types. Second, while sourcing value and to some extent environmental value, can be created with IS that are internal to the firm, the novel types of value (customer value and informational value) can only be created with information systems that are extraorganizational, i.e. aimed at customers and supply chain partners. Third, the value created by extraorganizational systems can only be created if the appropriate intraorganizational systems are in place. Overall, our results show that substantial value can be gained from implementing green IS in closed-loop supply chains, but that collaboration between all stakeholders in the supply chain is necessary in order to reap the full value

The automotive order to delivery process: how should it be configured for different markets?

The order-to-delivery (OTD) process in the volume automotive sector is important for automakers, dealers and customers. It affects the customer's experience with regard to receiving a vehicle that matches their requested specification in a reasonable time and the costs of the automaker in serving the market. OTD processes share similarities across major volume automakers. They are substantial in scale with typically a very large number of vehicle variants and involve interactions between customers, dealers and the automaker. Additionally, automotive markets are heterogeneous. Some customers have little tolerance to compromising on specification and/or waiting for a vehicle whilst others are more tolerant on one or both attributes. This study examines how the OTD process should be configured for different markets. A representative simulation model is used with designed experiments and an innovative statistical analysis method to study the impact of nine OTD configuration factors in three different markets. The study shows that market attributes have a substantial bearing on the dominant modes of fulfillment, on customer-centric performance metrics and on automaker costs. The findings have strong implications for automakers regarding how they configure their OTD processes for different markets and whether they focus on upstream, pre-assembly factors and/or downstream post-assembly factors. This is the first study to use a comprehensive and detailed OTD process model, incorporating a wide range of configuration factors, and assess a full range of performance metrics in a designed simulation study

Business Value from Closed-loop Supply Chains

This study provides a complete framework to define and classify the value that firms can attain by their closed-loop supply chains (CLSC) and analyzes the role of information systems (IS) in this process. We present a novel typology to identify the four value types a firm can generate in CLSCs, namely sourcing, environmental, customer, and informational value. Particularly the last two types have not been recognized in literature. We adopt a case methodology and analyze 8 cases to illustrate the generation of each value type through CLSCs and highlight the role that IS play in this value generation. We ground our analysis on the integrative model of IT business value in [30] which considers the role of external business partners, which is essential to CLSCs. We find 3 key results: (1) IS is an essential enabler for all value types, (2) while sourcing value and to some extent environmental value, can be created with IS internal to the firm, the novel value types (customer and informational) can only be created with extraorganizational IS, (3) the value created by extraorganizational systems can only be created if the appropriate intraorganizational systems are in place. Our findings show that substantial value can be gained from implementing IS in CLSCs but stakeholder collaboration is necessary to reap the full value. This is an important managerial insight for the firms who still consider CLSC activities as costly and do not notice all the benefits that they can obtain from CLSCs

The Roles of Corporate IT Infastructure and their Impact on IS Effectiveness

In the strategic alignment model of Henderson and Venkatraman (1993) [1] IT infrastructure has an important but only implicitly defined role. According to evolving literature, IT infrastructure serves many different purposes in large companies. We outline the main missions (roles) of the corporate-wide IT infrastructure and its contribution to IS effectiveness and study the relationship of IT infrastructure with alignment processes and strategic integration. Our empirical tests with data from almost one hundred large companies resulted in three IT infrastructure roles, which reflect the IS communality, strategic, and flexibility dimensions of the corporate-wide IT infrastructure. The roles were not symmetrically related to the IS effectiveness and alignment perspectives. IT infrastructure roles had a significant interplay with strategic integration in improving IS effectiveness. However, the interplay of IT infrastructure roles with alignment perspectives had only marginal effects. Implications of the results for research and practice are discussed