A Performance-Based Scenario Methodology to Assess Collaborative Networks Business Model Dynamicity

[EN] In today's business marketplace many enterprises collaborate forming a collaborative network (CN) in order to achieve competitive and sustainable advantages. In this context, CNs should have not only well-defined business models but also mechanisms and tools that help them out to assess such business models as well as other CN operations at their early stages. Due to shorter life-cycles and to the current fierce competition such an evaluation should be made as quickly as possible and analyzing real data rather than based on opinions and subjective judgments. This paper presents the application of a methodology that allows such an assessment as well as the generation of business scenarios based on the performance of the CN. Then, it first defines the appropriate CN key performance indicators (KPIs), gathering data for a certain time-period; then, it applies multivariate techniques to this data, identifying relationships between the KPIs, and being able to build the timely evolution of the CN based on this data; next, it is able to design a business scenario based on the timely evolution that the CN should have according to its business models and operations results achieved so far. With all this additional information decision-makers could decide whether the CN's business models succeeded or not so far and what actions to take in order to achieve the future desirable scenario.This work has been developed within the research project called “Design of business scenarios to improve the efficiency and management of industrial supply chain” (reference GV/2013/045).Rodríguez Rodríguez, R.; Alfaro Saiz, JJ.; Verdecho Sáez, MJ. (2015). A Performance-Based Scenario Methodology to Assess Collaborative Networks Business Model Dynamicity. IFIP Advances in Information and Communication Technology. 463:511-517. https://doi.org/10.1007/978-3-319-24141-8_47S511517463Achtenhagen, L., Melin, L., Naldi, L.: Dynamics of business models – strategizing, critical capabilities and activities for sustained value creation. Long Range Plann. 46, 427–442 (2013)Chesbrough, H.: Business model innovation: opportunities and barriers. Long Range Plann. 43, 354–363 (2010)Chermack, T.J.: Studying scenario planning: theory, research, suggestions, and hypotheses. Technol. Forecast. Soc. Change 72, 59–73 (2005)Harries, C.: Correspondence to what? Coherence to what? What is good scenario-based decision making? Technol. Forecast. Soc. Change 70, 797–817 (2003)Gunasekaran, A., Patel, C., Tirtiroglu, E.: Performance measures and metrics in a supply chain environment. Int. J. Oper. Prod. Manage. 21, 71–87 (2001)Bullinger, H.J., Kühner, M., Hoof, A.V.: Analysing supply chain performance using a balanced measurement method. Int. J. Prod. Res. 40, 3533–3543 (2002)Folan, P., Browne, J.: Development of an extended enterprise performance measurement system. Prod. Plann. Control 16, 531–544 (2005)Fink, A., Marr, B., Siebe, A., Khule, J.-P.: The future scorecard: combining external and internal scenarios to create strategic foresight. Manage. Decis. 43, 360–381 (2005)Othman, R.: Enhancing the effectiveness of the balanced scorecard with scenario planning. Int. J. Prod. Perform. Manage. 57, 259–266 (2008)Rodriguez-Rodriguez, R., Saiz, J.J.A., Bas, A.O., Carot, J.M., Jabaloyes, J.M.: Building internal business scenarios based on real data from a performance measurement system. Technol. Forecast. Soc. Change 77, 50–62 (2010

Business models innovation in investment banks: A resilience perspective

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Business performance and angels presence: A fresh look from France 2008–2011

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