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International audienceThis paper discusses the difficulty of controlling a complex project caused by the great number of performance indicators. The problem studied is how to allow project managers to better control the performance of their projects. From a literature review we noted several critical aspects to this problem: there are many dimensions for evaluating project performance (cost, time, quality, risk, etc.); performance factors should be able to be relevantly aggregated for controlling the project, but no formalized tool exists to do this. We suggest a method to facilitate project performance analysis via a multi-criteria approach. The method focuses on three particular axes for the analysis of project performance: project task, performance indicator categories, and a breakdown of the performance triptych (Effectiveness, Efficiency, Relevance). Finally, the MACBETH method is used to aggregate performance expressions. An application case study examining a real project management situation is included to illustrate the implementation

International audienceIndustry servitisation, i.e. the manufacturing industry transition towards the integration of services, provides for strong opportunities of new business model development and implementation. However, managing the industrial transformation to such business models means decision-makers are confronted with high decisional complexity. Such dramatic changes affect most enterprise performance drivers, and the interactions of the multiple business and industrial factors influencing the overall company performance make it very difficult for managers to specify consistent and efficient industrial configurations for their business processes. This context explains a concrete need for developing servitisation-dedicated decision support systems (DSS). The objective of the decision aid developed in this paper is to provide operational support which integrates the specific business and industrial features of so-called ‘product–service systems’ in order to study the interactions of different types of performance factors, notably market-oriented versus industrial-oriented factors. These developments are applied to a French Small and Medium Enterprise (SME). The key added values of the paper are (1) to specify a modelling and simulation approach associated to a generic simulator adaptable to various industrial contexts, then (2) to illustrate the concrete decision support provided in a case study of an SME in the business of remanufacturing electrical equipment. The case study highlights capacity management issues in a servitisation context

International audienceIn the modern supplier-customer relationship, Vendor Managed Inventory (VMI) is used to monitor the customer's inventory replenishment. Despite the large amount of literature on the subject, it is difficult to clearly define VMI and the main associated processes. Beyond the short-term pull system inventory replenishment often studied in academic works, partners have to share their vision of the demand, their requirements and their constraints in order to fix shared objectives for the medium/long-term. In other words, the integration of VMI implies consequences for the collaborative process that links each partner's different planning processes. In this article we propose a literature review of VMI. Based on the conceptual elements extracted from this analysis, we suggest a VMI macro-process that summarises both operational and collaborative elements of VMI