Enterprise modelling : building a product lifecycle (PLM) model as a component of the integrated vision of the enterprise

Enterprise modelling has proved to be an efficient tool to study organisations structure and facilitate decision making. The enterprise is a complex system that is required to use its processes to generate value in a given environment (concurrent, market, suppliers and humanity). We focus on three management disciplines: Product Lifecycle Management (PLM), Supply Chain Management (SCM) and Customer Relationship Management (CRM). These business processes are so intertwined that the enterprise has to concentrate on the three to attain its economic objectives. To enhance the development of PLM, SCM and CRM models, the enterprise needs to capitalise the knowledge necessary to adapt and apply modelling techniques. Knowledge Management (KM) is a key factor to give a unified enterprise vision. Firstly, we propose an integrated enterprise model depicting the interactions between PLM, SCM, CRM and KM models. But a state of the art showed that PLM models are scarce. Most of the PLM models found depends strongly on the particular case studied and can not be used with other enterprises. After defining the most important components of the PLM vision, we propose to organise these components into a formalised way. The study of SCM and CRM models proved to be helpful to structure these components. Finally the validation methodology that is to be established in our coming research works is not only to be used with the PLM model presented in this paper but with SCM and CRM models also.Product Lifecycle Management (PLM), Enterprise modelling, Enterprise systems

Enterprise modelling : building a product lifecycle (PLM) model as a component of the integrated vision of the enterprise

International audienceEnterprise modelling has proved to be an efficient tool to study organisations structure and facilitate decision making. The enterprise is a complex system that is required to use its processes to generate value in a given environment (concurrent, market, suppliers and humanity). We focus on three management disciplines: Product Lifecycle Management (PLM), Supply Chain Management (SCM) and Customer Relationship Management (CRM). These business processes are so intertwined that the enterprise has to concentrate on the three to attain its economic objectives. To enhance the development of PLM, SCM and CRM models, the enterprise needs to capitalise the knowledge necessary to adapt and apply modelling techniques. Knowledge Management (KM) is a key factor to give a unified enterprise vision. Firstly, we propose an integrated enterprise model depicting the interactions between PLM, SCM, CRM and KM models. But a state of the art showed that PLM models are scarce. Most of the PLM models found depends strongly on the particular case studied and can not be used with other enterprises. After defining the most important components of the PLM vision, we propose to organise these components into a formalised way. The study of SCM and CRM models proved to be helpful to structure these components. Finally the validation methodology that is to be established in our coming research works is not only to be used with the PLM model presented in this paper but with SCM and CRM models also

L'impact de l'utilisation de modèles sur les systèmes d'entreprise : application dans une entreprise de production de tubes sans soudures

International audienceQuantitative researches are meant to develop universal rules and to apply those rules on different cases. Case study researches are meanly focused on a given phenomenon under study with a major attention given to the case design and the research question to answer. In this article, we present a case study aimed at understanding and controlling the use of process models in an enterprise. We address three processes: Supply Chain Management (SCM) process, Product Lifecycle Management (PLM) process and Customer Relationship Management (CRM) process.After identifying each one of these processes in the enterprise, we work on:-Identifying the conspicuous knowledge in a process model, the knowledge necessary for the building and the application of a model along with the knowledge necessary to maintain the interoperability between different process models. This knowledge emphasises the interaction between the model and the enterprise Knowledge System (KS). -Extracting the information flows used in the studied models, theses flows emphasise the interaction between the model and the enterprise Information System (IS). -Explaining an “effective model’s application” in order to maintain the coherence of enterprise systems, especially the IS and the KS. Data collection is mainly achieved by conducting semi-directed interviews with managers from different departments. The Data collection is not completed yet, so we present the Data analysis as a perspective work in order to conclude our case study.Contrairement aux recherches quantitatives qui visent à développer des lois universelles, l’étude de cas s’intéresse aux particularités des phénomènes sous étude. Dans cet article, nous présentons une étude de cas qui vise à expliquer et contrôler l’utilisation des modèles de processus en entreprise. Nous considérons trois processus: le processus de Supply Chain Management (SCM), le processus de Product Lifecycle Management (PLM) et le processus de Customer Relationship Management (CRM). Après l’identification des processus de supply chain, de cycle de vie du produit et de la gestion de la relation client sur le terrain nous travaillons à: -L’identification des connaissances visibles dans un modèle de processus, les connaissances nécessaires pour la construction et l’application d’un modèle ainsi que les connaissances nécessaires à l’interopérabilité entre les modèles de processus-La description des flux d’information dans les modèles utilisés et qui représentent un échange entre le modèle et le Système d’Information (SI) de l’entreprise.-L’explication « d’une application efficace de modèles » pour conserver la cohérence des systèmes de l’entreprise et plus particulièrement le SI et le Système de Connaissance. La collecte de données sur le terrain se base essentiellement sur la conduite d’entretiens semi-directifs avec des managers dans plusieurs départements de l’entreprise. Cette phase n’étant pas encore finies, nous laissons l’étape d’analyse de donnée (troisième étape de l’étude de cas) en perspective de cet article

Enterprise modelling : building a product lifecycle management model as a component of the integrated vision of the enterprise

International audienceEnterprise modelling has proved to be an efficient tool to study organisations structure and facilitate decision making. The enterprise is a complex system that is required to use its processes to generate value in a given environment (concurrent, market, suppliers and humanity). We focus on three management disciplines: product lifecycle management (PLM), supply chain management (SCM) and customer relationship management (CRM). These business processes are so intertwined that the enterprise has to concentrate on the three to attain its economic objectives. To enhance the development of PLM, SCM and CRM models, the enterprise needs to capitalise the knowledge necessary to adapt and apply modelling techniques. Knowledge management (KM) is a key factor to give a unified enterprise vision. Firstly, we propose an integrated enterprise model depicting the interactions between PLM, SCM, CRM and KM models. But a state of the art showed that PLM models are scarce. Most of the PLM models found depends strongly on the particular case studied and can not be used with other enterprises. After defining the most important components of the PLM vision, we propose to organise these components into a formalised way. The study of SCM and CRM models proved to be helpful to structure these components. Finally the validation methodology that is to be established in our coming research works is not only to be used with the PLM model presented in this paper but with SCM and CRM models also

Using product design methods in designing and validating entreprise models

International audienceIn our research, the enterprise is considered as a system evolving in an environment (the market, the concurrences, suppliers, humanity) with given objectives, generating certain values, that carries out an activity (a set of processes) and sees its internal structure evaluating without loosing its unique identity. To handle the complexity, the ever-changing state of this particular system many models are proposed. The profusion of enterprise models makes it confusing to understand and use them. But as enterprises continue their evolution, we will be building new models to fit new enterprise needs. But models design is rarely discussed. Besides, it is already difficult to choose between different existing models. Studying models validation can give us some criteria to assume that a model is more efficient and though will be better used. In this paper, we, first, draw a state of the art of enterprise models that will justify our focus on some enterprise models. Second we present a design method to guide the building of selected enterprise models. The proposed design method is made clear by its application to a selected model. Third, we are proposing to validate the model through the functions it is fulfilling for the enterprise. And finally we present the perspective for our research

Enterprise modelling, enterprise systems, Product Lifecycle Management (PLM)

International audienceEnterprise modelling has proved to be an efficient tool to study organisations structure and facilitate decision making. The enterprise is a complex system that is required to use its processes to generate value in a given environment (concurrent, market, suppliers and humanity). We focus on three management disciplines: Product Lifecycle Management (PLM), Supply Chain Management (SCM) and Customer Relationship Management (CRM). These business processes are so intertwined that the enterprise has to concentrate on the three to attain its economic objectives. To enhance the development of PLM, SCM and CRM models, the enterprise needs to capitalise the knowledge necessary to adapt and apply modelling techniques. Knowledge Management (KM) is a key factor to give a unified enterprise vision. Firstly, we propose an integrated enterprise model depicting the interactions between PLM, SCM, CRM and KM models. But a state of the art showed that PLM models are scarce. Most of the PLM models found depends strongly on the particular case studied and can not be used with other enterprises. After defining the most important components of the PLM vision, we propose to organise these components into a formalised way. The study of SCM and CRM models proved to be helpful to structure these components. Finally the validation methodology that is to be established in our coming research works is not only to be used with the PLM model presented in this paper but with SCM and CRM models also

L'impact de l'utilisation de modèles sur les systèmes d'entreprise : application dans une entreprise de production de tubes sans soudures

National audienceQuantitative researches are meant to develop universal rules and to apply those rules on different cases. Case study researches are meanly focused on a given phenomenon under study with a major attention given to the case design and the research question to answer. In this article, we present a case study aimed at understanding and controlling the use of process models in an enterprise. We address three processes: Supply Chain Management (SCM) process, Product Lifecycle Management (PLM) process and Customer Relationship Management (CRM) process. After identifying each one of these processes in the enterprise, we work on: -Identifying the conspicuous knowledge in a process model, the knowledge necessary for the building and the application of a model along with the knowledge necessary to maintain the interoperability between different process models. This knowledge emphasises the interaction between the model and the enterprise Knowledge System (KS). -Extracting the information flows used in the studied models, theses flows emphasise the interaction between the model and the enterprise Information System (IS). -Explaining an effective models application in order to maintain the coherence of enterprise systems, especially the IS and the KS. Data collection is mainly achieved by conducting semi-directed interviews with managers from different departments. The Data collection is not completed yet, so we present the Data analysis as a perspective work in order to conclude our case study.Contrairement aux recherches quantitatives qui visent à développer des lois universelles, l'étude de cas s'intéresse aux particularités des phénomènes sous étude. Dans cet article, nous présentons une étude de cas qui vise à expliquer et contrôler l'utilisation des modèles de processus en entreprise. Nous considérons trois processus: le processus de Supply Chain Management (SCM), le processus de Product Lifecycle Management (PLM) et le processus de Customer Relationship Management (CRM). Après l'identification des processus de supply chain, de cycle de vie du produit et de la gestion de la relation client sur le terrain nous travaillons à: -L'identification des connaissances visibles dans un modèle de processus, les connaissances nécessaires pour la construction et l'application d'un modèle ainsi que les connaissances nécessaires à l'interopérabilité entre les modèles de processus -La description des flux d'information dans les modèles utilisés et qui représentent un échange entre le modèle et le Système d'Information (SI) de l'entreprise. -L'explication " d'une application efficace de modèles " pour conserver la cohérence des systèmes de l'entreprise et plus particulièrement le SI et le Système de Connaissance. La collecte de données sur le terrain se base essentiellement sur la conduite d'entretiens semi-directifs avec des managers dans plusieurs départements de l'entreprise. Cette phase n'étant pas encore finie, nous laissons l'étape d'analyse de données (troisième étape de l'étude de cas) en perspective de cet article