Supply chain design is frequently performed from the perspective of a single supplier‐customer relationship. However, as a supplier provides value to different supply chains, it becomes increasingly difficult to optimize each supply chain. Each supply chain has different requirements, procedures, and formats. A member may have requirements placed upon them by one member that contradicts another member. The competitive success of a supplier depends on its ability to participate in different supply chains. This, in turn, affects the competitiveness of each of the other supply chains. This paper presents a generic prescriptive methodology for mitigating risks in an aerospace supply chain and proposes five activities. The methodology provides a mechanism to minimize conflicting objectives. A hypothetical case study is then presented on how the methodology can be applied.

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To cite this version:Larry Whitman, Hervé Panetto, Deemathie Desilva. Abstract: Interoperability is key to ensuring that a global supply chain operates as seamlessly as a vertically integrated organization. Much research has been accomplished and is on-going related to the technical, organisational and scientific issues concerning interoperating dissimilar enterprise systems and languages. However, there are significant issues concerning interoperating information across the barriers of cultures and national languages. This paper presents the key drawbacks regarding the cultural and language barriers to true exchange of knowledge. The paper then presents an example enterprise model in light of these identified issues.

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