Industry 4.0 (I4.0) Based Virtual Organization Model for the Coordination of Sustainable Textile Supply Chain

The lack of attention on the forward and backward supply chain issues, i.e., the transparency between supply chain agents, information sharing, resource deployment, workforce knowledge, waste reduction, cost efficiency, and resource management are the major problems of textile supply chain. The coordination of forward and backward supply chain becomes difficult due to the players\u27 self-interest and firmographics. It becomes much complicated when we consider the triple bottom line of sustainability (TBLS) in the supply chain. Therefore, in this paper, we propose an Industry 4.0 (I4.0) based virtual organization model for the coordination of the forward and backward supply chain. The results obtained through virtual organization model are also compared with the centralized supply chain and traditional cost-sharing contract. The results reveal that virtual organization model can perform better than the price only contract and it will be help firms in achieving greater sustainability with respect to traditional contract mechanisms

Agility index evaluation using fuzzy logic in a supply chain management company

Agility is one of the coming challenges to the supply chain management companies. This paper presents a model to evaluate agility for supply chain management companies and answers the question that how agile a supply chain management company is. It shows a complete set of items in evaluating agility in SCM companies.The model surveys agility in responsiveness with indexes such as strategic planning, sensitivity to change and virtual enterprise; flexibility with indexes such as market flexibility, logistics flexibility,operations system flexibility and supply flexibility;competency with indexes such as integrative mechanism, shared culture, joint decision making, trust and communication; and finally quickness with indexes such as speed of new product introduction,delivery time and speed in operation.The results of S.G.S Co. show that it is in the middle range of agility. It also identifies weak factors within the organization which by improving them, the company can improve its agility index. Evaluation is done in fuzzy logic

Decision making in supply chains and value networks: the beer game evolution.

New trends in inter-organization configurations are challenging the traditional concept of supply chain. Concepts such as Virtual Enterprise were introduced to describe scenarios in which manufacturers operate as nodes within a network of suppliers, customers, engineers, and other specialized service functions. Our aim is to build a simulation tool based on the rules of the Beer Game that includes the variables of a virtual enterprise, VirtuE in particular, and risk management in order to understand the strategies underlying the subject\u2019s behavior in the face of risk within a means-end chain. The simulation tool will contribute to understanding the complexity of managing decision making in supply chains and networks. This study presents the tests carried out on the original game, the new variables introduced, and the simulation results

Why Focal Firms Share Information? A Study of the Effects of Power and Information Technology Competence

Supply chain management has become an important issue for Taiwan\u27s manufacturing industry due to escalating global competition. Virtual vertical integration is an important issue in supply chain management. Because organizations only have limited resources, they pursue long-term partnership with specific transaction partners. They share information to improve visibility, speed responses to markets, and reduce costs from information distortion or information asymmetry. This study empirically explores the factors affecting inter-organizational information sharing from the perspective of focal firms. 1,000 questionnaires were administered to top 1,000 manufacturing companies in Taiwan, with 139 valid responses. The results show that partner\u27s power and relation-specific asset investments positively affect inter-organizational information sharing. On the other hand, the partner\u27s power does not significantly affect the organization\u27s relation-specific investments. This study further investigates the moderating role of information technology competence. The result indicates that when an organization has lower information technology competence, the relationship between the partner\u27s power and relation-specific investments is significant. Implications and discussion are then provided

A Comparison of Three Modes of Collaboration for Software Development

In the current environment of global collaboration, multiple models for collaborative ventures have been introduced. We consider traditional, contractual interactions as well as three modes of collaboration—supply-chain management, a standard virtual organization, and inter-organizational collaborative software development (ICSD). After outlining multiple characteristics of these modes, and their strengths and weaknesses, we examine how to select an approach for a software project, and characterize non-software-development applications for which an ICSD approach may be appropriate. Each of these can then be used as input in selecting an optimal mode and practices for the project

Agility index evaluation using fuzzy logic in a supply chain management company

Agility is one of the coming challenges to the supply chain management companies. This paper presents a model to evaluate agility for supply chain management companies and answers the question that how agile a supply chain management company is. It shows a complete set of items in evaluating agility in SCM companies.The model surveys agility in responsiveness with indexes such as strategic planning, sensitivity to change and virtual enterprise; flexibility with indexes such as market flexibility, logistics flexibility,operations system flexibility and supply flexibility;competency with indexes such as integrative mechanism, shared culture, joint decision making, trust and communication; and finally quickness with indexes such as speed of new product introduction,delivery time and speed in operation.The results of S.G.S Co. show that it is in the middle range of agility. It also identifies weak factors within the organization which by improving them, the company can improve its agility index. Evaluation is done in fuzzy logic

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

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

Supply Chain as a Collaborative Virtual Network Based on LARG Strategy

The structure, organization and integration it is crucial to improve global supply chains performance and help them to achieve strategic and operational goals. Literature suggests that agile, resilient and sustainable supply chains strategies enable them to be more competitive in order to adapt to the dynamic and unstable scenario. This paper aims to present a model for implementing a strategy based on LARG paradigms (Lean philosophy, Agility, Resilience and sustainability-"Green"), used to denote the necessary strategy for competitiveness in an international automotive supply chain. Using "building theory approach”, supported by a case study, conducted in four companies that integrated automotive supply chains, three hypotheses were defined to be validated through an explanatory model and Key Performance Indicators (KPI’s) were defined to measure supply chain overall performance. This study brings contributes to management knowledge by empirically investigate the main effects of LARG strategy on supply chain performance, proposing a process approach applied to a collaborative virtual network structure, in order to improve network efficiency. Data analysis supports some interesting conclusions, as the more important KPI’s to measure LARG strategy, and the evolution from Supply chain to Supply Network