bluuebunny/crossref_metadata_2025_split huggingface dataset:
Technology roadmapping for the next generation manufacturing enterprise
Authors: Gindy Nabil N.Z. , Cerit Bülent , Hodgson Allan 
Published: July 2006

PurposeFor high technology companies, the successful acquisition and management of technology to enable the development and manufacture of innovative products is a key factor in their competitiveness. Seeks to present an integrated technology road‐mapping methodology that enables management to define its technology requirements, taking account of financial and other issues, to assess proposed technology projects against these requirements and to create a balanced technology project portfolio.Design/methodology/approachThe methodology consists of six steps or phases; the first three steps produce a set of technology requirements based on a company's business drivers, products and competitive position; the last three steps enable the creation and assessment of a portfolio of research and development projects.FindingsApplications of the methodology in industry have demonstrated that the integrated nature of the process, from a derivation of technology requirements to investment decision making, improves the clarity and transparency of decision making. In particular, the linking of technology requirements assessment to portfolio generation makes it easier to justify the assignment of resources to technology assessment.Practical implicationsThe methodology has been applied successfully in a high technology manufacturing environment. The formalized methodology ensures that assumptions and preferences have to be externalized and justified. In addition, the results of a road‐mapping or project assessment session can be re‐examined at a later date in order to ascertain the reasoning behind decisions taken.Originality/valueAn integrated road‐mapping methodology is presented which utilizes both financial and non‐financial (including intangible) factors to provide guidance and enable the objective selection and assessment of a portfolio of technology projects. This software‐supported methodology has been applied successfully in high technology manufacturing companies.
Dynamic reconfiguration and simulation of manufacturing systems using agents
Authors: Anosike Anthony I. , Zhang David Z. 
Published: July 2006

PurposeConventionally, various levels of decisions with regard to production are made in a number of sequential stages such as system design, production/process planning, production scheduling, system reconfiguration and system restructure. This paper aims to present an integrated approach for modelling, restructuring and simulating manufacturing systems to suit changing manufacturing situations as quickly as possible.Design/methodology/approachAn agent‐based approach is employed where each manufacturing resource is represented by an agent. Simply speaking, the approach enables the machines in a manufacturing system to manage themselves efficiently and effectively.FindingsThe agent‐based modelling and interaction approach enables manufacturing resources to be allocated dynamically in an optimal manner. The modelling approach also enables alternative system configurations to be identified and evaluated using distributed discrete event simulation system. Resource allocation and manufacturing system control can take place simultaneously with simulation.Originality/valueThis paper presents a successful integration of agent‐based modelling, process planning, scheduling, control, identification of alternative system configurations, simulation and analysis of the configurations and PLC reprogramming within a coherent framework for improved manufacturing responsiveness.
Observations on modelling strategies for vendor‐managed inventory
Authors: Sydney White Anthony , Censlive Michael 
Published: July 2006

PurposeThis paper sets out to describe transform methods to control vendor‐managed inventory (VMI). It aims to examine the limits of modelling approaches within control‐theoretic models.Design/methodology/approachModelling was achieved with the Simulink package using the equations developed by Disney and Towill for a two‐tier VMI system. Discrete and continuous models were considered together with two forms of production delays: a finite delay and the Forrester exponential delay. Standard control engineering analyses of these delay representations were compared to illustrate how the system response and stability depend on their formulation and to determine the permissible gains.FindingsResponse by a discrete or continuous model to step inputs in sales rates depends on the type of delay representation but the responses do not differ by more than 5 per cent if the same delay form is used in the models. The prime effect of using a finite delay is to deepen the stock‐out and increase the required order rate compared with the same response observed with the use of exponential forms of delay. Total time for recovery is similar with all models. It is shown that the continuous model with an exponential delay is always stable and when using a fixed delay the continuous model can be made stable.Practical implicationsThe models presented here illustrate that the various forms of control‐theoretic models present similar results irrespective of technique used, provided that they have the same delay type. The range of gains for the required order rate can be computed for any VMI system, knowing that they can be designed to guarantee stable operation.Originality/valueThis work extends that of Disney and Towill to include different modelling representations. It allows operational gains to be safely chosen for stable operation.
A study on the value‐chain strategies of enterprises adopting electronic marketplaces in free and controlled markets
Authors: Fu Hsin‐Pin , Chang Tien‐Hsiang , Lee Wan‐I , Lu Cheng‐Chin 
Published: July 2006

PurposeThe purpose of the research is to explore electronic marketplace (EM) strategies adopted by enterprises in free markets and controlled markets. Meanwhile, their differences are compared.Design/methodology/approachIn the research, the EM strategies adopted by enterprises in free markets from the value‐chain perspective are discussed first. Then, in‐depth interviews with enterprises in controlled markets are followed.FindingsThe effect on corporations' marketing effectiveness is rather limited because fewer competitors resulted in little competition and more monopolization in a controlled market. Also, the buyer focuses on product quality without a high awareness of the concept of cost.Practical implicationsThe results indicate that there are differences in EM strategies adopted by enterprises in free and controlled markets from the value‐chain perspective.Originality/valueFaced with the expanding internationalized markets, companies must carefully consider the operational modes and strategies of EMs.
Customer‐supplier integration forms in the air‐conditioning industry
Authors: Furlan Andrea , Romano Pietro , Camuffo Arnaldo 
Published: July 2006

PurposeThis paper explores what suppliers and customers do in order to integrate their operations across the supply chain. It also identifies on what contextual factors these specific CSI practices are contingent.Design/methodology/approachThe paper uses the multiple case study methodology as a basis for theory formulation. Insights from nine cases of OEM‐supplier relationships in the Italian high precision air conditioning industry are used to address the research questions and formulate theoretical propositions.FindingsThe paper develops four theoretical propositions derived from a framework that identifies four CSI forms contingent on two contextual variables – the value impact of goods purchased from each supplier and the degree of purchasing goods customization.Research limitations/implicationsThis paper provides a framework that advances the understanding of effective supplier relations management in two ways. Firstly, it gets over the traditional dichotomy between arm's length relationships and strategic partnerships by identifying a more articulated typology of CSI forms. Secondly, it characterizes each of the four CSI forms in terms of the practices buyers and suppliers apply to manage four key business processes.Practical implicationsThe paper provides a template to configure integration in customer‐supplier relations and suggests the different mix of integrative practices business partners should use in diverse supply chain environments.Originality/valueThe proposed framework improves existing theory that either considers one single aspect of customer‐supplier relations (i.e. pricing, logistics, or new product development) or interprets interfirm collaboration as a single dimension phenomenon.
MUDPY ontology: a tool for multimedia project planning, design and development
Authors: Jakkilinki R. , Sharda N. , Ahmad I. 
Published: July 2006

PurposeThis paper seeks to describe the process used to develop the multimedia design and planning pyramid (MUDPY) ontology, and the role played by the MUDPY ontology as a planning, design and development tool in multimedia projects.Design/methodology/approachThe MUDPY model was implemented for the semantic web by developing an ontology for it. This ontology facilitates defining the concepts existing in that domain, their attributes and the relationships between them.FindingsThe MUDPY ontology can guide developers through the various phases of a multimedia project in a systematic fashion by allowing them to create a project proposal, specify the functional requirements, decide on the navigational structure and create a storyboard, and thus create high‐quality projects.Research limitations/implicationsThe current system is a prototype. This MUDPY ontology can be extended by adding more classes in order to increase its functionality; for example, one can develop special plug‐in widgets to generate project reports required during multimedia project planning and design.Practical implicationsBy using the MUDPY ontology, developers can follow a systematic process for project development, and better manage the complexity of multimedia projects.Originality/valueThe paper introduces the MUDPY model and its ontology, and shows a multimedia author the pathway to manage a multitude of concepts and assets required in a multimedia project.
Demand chain effectiveness – supply chain efficiencies
Authors: Walters David 
Published: July 2006

PurposeThe purpose of this research is to argue that a number of organisations focused their efforts on developing sophisticated supply chains such that their managerial focus became myopic, and many lost sight of their markets and their customers, missing the fact that the customers, failing to realise their expectations, switched their loyalties. Thus it is argued here that it is essential to understand the demand chain prior to making supply chain structure decisions.Design/methodology/approachThe first step is to reinforce the point that both supply chain management and demand chain management are about process management. The second step is to re‐validate the notion of the demand chain as a separate entity from the supply chain.FindingsIt is interesting to postulate that the differences between the demand chain‐led organization and the supply chain‐led organisation are based on emphasis. The paper attempts to make this point by suggesting that, while supply chain management is to a degree customer‐focused, the emphasis is on efficiency. Management concern is cost‐led and attempts to provide an adequate level of service. The danger here is that customers may be “aggregated” or fitted into categories that appear to be nearly relevant. Thus the link between supplier relationship management and customer relationship management is tenuous. By contrast the demand chain approach is a broader view of relationship management, taking a view that supplier and customer relationship management overlap, and that effective management is to integrate the two. If this is achieved, it results in bringing often conflicting objectives more closely together.Research limitations/implicationsContrasting the demand chain approach as a broader view of relationship management, and taking the view that effective management is to integrate the two. The view is that, if this is achieved, it results in bringing often conflicting objectives more closely together. Clearly more research is needed before such a view can be held with conviction.Practical implicationsThis paper argues that a number of organisations focused their efforts on developing sophisticated supply chains such that their managerial focus became myopic, and many lost sight of their markets and their customers, missing the fact that the customers, failing to realise their expectations, switched their loyalties.Originality/valueIt is argued here that it is essential to understand the demand chain prior to making supply chain structure decisions.
Issues in supplier partner selection
Authors: Banks Pidduck Anne 
Published: July 2006

PurposeThe purpose of this conceptual paper is to attempt to answer the related questions of how and why supply chain partners are chosen. Research objectives are to understand how and why collaborative partners are chosen, by learning the actual decision‐making processes and key factors in partner selection.Design/methodology/approachA mixed methods approach was chosen, comprising: a focused literature review, to identify key issues, and informal interviews, leading to the development of a Partner Negotiation Model; a multiple case study approach, involving formal interviews about two partnerships, supplemented by documentation, contracts, correspondence and other records; and some manual data analysis and a qualitative research tool. The whole resulted in identification of significant issues for partner negotiation and selection.FindingsContrary to accepted theory in the alliance, partner selection, and decision‐making literature, the results show that alliance partners are chosen through a complex negotiation process rather than rational selection. The research and interviews with software industry collaborators suggest roles for factors such as complexity, cyclic negotiation, several types of partners, several levels of alliance formation, and hidden factors, such as personal friendship or perceived reputation. Overall, the problem of collaborative partner selection was found to be much more complex than expected.Research limitations/implicationsResearch results are limited by the small sample of partnerships reviewed, but the results can be used as a starting‐point for further larger‐scale studies.Practical implicationsSupply chain partners in business can use these results to help them better understand the process and criteria for future supply partner selection.Originality/valueThe results may be used to develop a set of partner selection recommendations for practitioners. For specific firms that become involved in organizing supply chain alliances, the results of this work will provide decision support in terms of choosing among partners or indeed whether to engage in a particular relationship.
Optimizing success in supply chain partnerships
Authors: Maheshwari Bharat , Kumar Vinod , Kumar Uma 
Published: July 2006

PurposeThe purpose of this research is to take an emergent process theory perspective and model the supply chain partnering process as a series of four linked models that correspond to the phases of the partnership lifecycle, from initiation to maturity/termination, and discuss the management issues in those phases critical for optimal success of partnerships. The framework developed in this paper provides a road‐map to manage and optimize realization of partnership benefits.Design/methodology/approachThe “partnership formation to business value” process is described as a series of four linked models that correspond to the phases of partnership lifecycle: foundation, implementation, shakedown, and onwards and upwards. The outcomes of one phase become starting conditions for the next. Thus, decisions and actions in a phase may subsequently increase or decrease the potential for optimal success.FindingsOptimal partnership success is conceptualized and a framework for approaching optimal success in four broad phases is developed. It is believed that business organizations can considerably improve the realization of partnering benefits by focusing on the critical issues in the partnering process. Organizations cognizant of the critical issues in the various phases of supply chain partnerships can make systematic efforts to manage them better by providing training, incentives, leadership, and an overall environment that facilitates partnering and realization of partnering objectives.Research limitations/implicationsA natural extension of this study could be to explore empirically the critical issues which have been identified, in greater detail. Given the wide variation in organizations due to size, products, and sectors, specific studies of supply chain partnerships, which compare partnerships along these dimensions, would also be valuable for understanding specific concerns. Empirical studies would also help to clarify the use of supply chain partnerships as a means to establish and sustain competitive advantage.Practical implicationsThe framework developed in this paper provides a road‐map to manage and optimize realization of partnership benefits.Originality/valueThe prime benefit of this study is that it provides valuable insight on key issues in managing supply chain partnerships. Optimal partnership success is conceptualized and a framework for approaching optimal success in four broad phases is developed.
Supply/demand chain modeling utilizing logistical‐based costing
Authors: Kosior Jake M. , Strong Doug 
Published: July 2006

PurposeThe purpose of this research is to describe how total cost concept with logistical based costing (LBC) is developed in detail and then used to build logistical models on the Microsoft Excel™ platform that are integrated from the customer's factory to the supplier's door.Design/methodology/approachThe models developed in this project are deterministic, event‐based algorithms to compare logistical conduits for bulk and containerized commodities. The demand chain approach is used to derive the pathways in reverse order from the customer to the supplier. The methodology is necessary to find all possible conduits from origin to destination, including points where product may cross over between various logistics systems. The approach is applied to the bulk and container system with disconnects (elevators, ports) serving as the demarcation points. The pathways from supplier to end‐user must be identified prior to application of classification and costing techniques. A goal of this research was to compare the per unit cost of two different logistical systems – bulk versus container – in two case studies. The first case study was for a miller in Northern China and the second was for a mill in Helsinki, Finland.FindingsThe spreadsheet models produced results that were within 3 percent of real world costs. Each demand chain was shown to be unique and required customized cost functions to properly configure algorithms.Research limitations/implicationsThe paper suggests that, while a core algorithm may exist for all supply/demand chains, no one particular algorithm configuration suffices. Each supply/demand chain is unique, in terms of both costs and performance. The use of modular cost functions provides the customization necessary to address this issue.Practical implicationsThis project verifies that successful implementation of a model is dependent on following a set of procedures that begins with a clear statement of what the model is to measure, along with what is to be included and what are the constraints imposed on the algorithm. Mapping the flow of the goods through logistical systems provides visibility as to where costs are incurred and how they are to be assigned to the supplier or customer. An improperly assigned variable in the early stages of a supply/demand chain reduces accuracy of subsequent calculations. LBC increases the precision of models by properly establishing the configuration of cost drivers for each stage of the supply/demand chain by avoiding the use of the cost averaging used in statistical analysis.Originality/valueThis paper provides a standardized approach for mapping, costing and building global supply/demand chain models. The ultimate customer, once thought of as the “end of the line”, now dictates the cost and performance requirements of logistical conduits. While this paper encapsulates methods for building total cost models from the customer's perspective, other configurations can be readily constructed to examine physical and performance characteristics.
Measuring supply chain performance: current research and future directions
Authors: Shepherd Craig , Günter Hannes 
Published: July 2006

PurposeThis paper aims to go some way towards addressing the dearth of research into performance measurement systems and metrics of supply chains by critically reviewing the contemporary literature and suggesting possible avenues for future research.Design/methodology/approachThe article provides a taxonomy of performance measures followed by a critical evaluation of measurement systems designed to evaluate the performance of supply chains.FindingsThe paper argues that despite considerable advances in the literature in recent years, a number of important problems have not yet received adequate attention, including: the factors influencing the successful implementation of performance measurement systems for supply chains; the forces shaping their evolution over time; and, the problem of their ongoing maintenance.Originality/valueThe paper provides a taxonomy of measures and outlines specific implications for future research.
The role and performance measurement of after‐sales in the durable consumer goods industries: an empirical study
Authors: Saccani N. , Songini L. , Gaiardelli P. 
Published: July 2006

PurposeTo analyse the role of after‐sales services in manufacturing contexts, and the related after‐sales performance measurement systems.Design/methodology/approachAn exploratory case study research was performed in the automotive, household appliance, IT and consumer electronics industries. The sample is made up of 48 firms with after‐sales operations in Italy.FindingsThe role attributed to after‐sales activities in the IT and consumer electronics and household appliance industries shows an orientation to improve company image, customer satisfaction and retention (marketing focus). A different situation characterises the companies studied in the automotive industry. In most firms, however, measurement systems are quite simple and short‐term oriented, especially in the IT and consumer electronics and household appliance industries. The measurement of non‐financial performance emphasises effectiveness rather than efficiency, and the automotive industry, on the whole, presents more advanced measurement systems, together with more integrated strategic management of after‐sales. The household appliance industry, on the other hand, due to the significant presence of SMEs, is characterised by less sophisticated performance measurement systems.Originality/valueProvides a representation of current empirical practices in after‐sales role and performance measurement, a topic insufficiently covered by conceptual and empirical research.