Integrating Enterprise Decision-Making Modules into Undergraduate Management and Industrial Engineering Curricula

This paper describes a framework we have developed for teaching enterprise decision-making using Enterprise Decision-Making Modules linked together through a common case scenario. Each module is situated in an organizational process, e.g., the supply chain and order fulfillment process, and involves students in hands-on decision-making using an Enterprise System (ES) to provide an integrated, process-oriented, data-rich environment typical of modern organizations. Our framework differs from other approaches to integrating ES into curricula because it is designed to teach students to work in an integrated process-oriented environment without changing to an integrated process-oriented curriculum and because it introduces decision-making modules across management and engineering curricula while minimizing the ES knowledge required of faculty and the classroom time devoted to ES skills. The paper also describes our Oracle-based technical infrastructure, the project plan and management, as well as our methods for assessing student learning. It reports results from our successful pilot study testing the feasibility of this approach with two decision-making modules in two classes, and also describes Phase 2 of the project, currently underway, which involves additional faculty and modules and tests student understanding of working in an integrated, data-rich environment

Supply Chain Management: A Case Study of an Integrated Lean and Agile Model

Purpose – To describe the evolution of an integrated ‘lean’ and ‘agile’ supply chain process that employed Just-in-time (JIT) lean manufacturing approaches at an electronics company. Design/methodology/approach – A case study was designed to examine the links between specific efficiencies and cost savings that derived from transitions in the evolution of the integrated lean and agile supply chain. The case study focused on the company's supply chain management innovations that led to specific improvements in production processes that in turn resulted in enhanced financial outcomes. Findings – The data revealed how specific quality enhancing and lean manufacturing components evolved over a period of seven years in a two stage transition from a ‘lean’ supply chain to one that represented an integrated lean and agile paradigm based on the decoupling point approach (Christopher & Towill, 2001). Research limitations/implications – A single site case study limits the generalizability of the findings. Additional research is necessary to replicate the findings in other firms/industries. Practical implications – By incorporating improvements in production processes in the supply chain, managers can determine how inefficiencies in the supply chain process can be tracked and eliminated to improve a firm's financial performance. Originality/value – Research that documents links between different managerial functions, e.g. supply chain management, improved manufacturing processes, and accounting issues (e.g. cost reduction and improved profitability), is particularly useful.Supply chain management, Just-in-time, Agile model

An empirical analysis of the relationship between e-government and corruption

The purpose of this paper is to examine the relationship between e-government and corruption in developed and developing countries. Specifically, we investigate two issues – (1) the impact of the use of e-government on corruption in countries around the world and (2) whether the impact of e-government on corruption will be higher in developed or developing countries. In order to examine these relationships we develop and test empirical models that investigate these relationships. The results suggest that as the use of ICT related e-government increases corruption decreases. We also find that the impact of e-government is higher in developing countries than in developed countries for the seven-year period between 2003 and 2010