PurposeThe paper proposes to evaluate the need for knowledge management in a call centre for improving quality of customer services, by addressing the issues specifically relating to information and knowledge management.Design/methodology/approachMethodology adopted in this research is qualitative, namely ethnography. After examining six models from literature review, a knowledge management model is developed for implementation to assess the required effort to compare against the expected benefits.FindingsKnowledge management could be achieved by effectively managing the five roles of knowledge, namely knowledge acquisition, utilisation, adaptation, distribution, and generation. Comparison of the benefits against the efforts has clearly justified the knowledge management efforts in the case study.Research limitations/implicationsThe knowledge management model could be adapted in other service sectors with similar characteristics to a call centre.Practical implicationsThe paper provides details of solutions to call centres on the approach to making knowledge management work in practice.Originality/valueA new knowledge management model was developed for applying the knowledge management concept in call centres. The approaches to managing knowledge in the model have yielded a number of benefits as demonstrated by a case study. This work will be beneficial to researchers and practitioners who are interested in applying knowledge management in call centres and/or service sectors with similar characteristics.

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Abstract. For economic and efficient operation of power system optimal scheduling of generators to minimize fuel cost of generating units and its emission is a major consideration. This paper presents a new approach to Combined Economic and Emission Dispatch (CEED) problem having conflicting economic and emission objectives using a Hybrid Particle Swarm Optimization and Firefly (HPSOFF) algorithm. The CEED problem is therefore formulated as a multi-objective optimization problem with the valve point effect using a price based penalty factor method. The effectiveness of the proposed HPSOFF algorithm is demonstrated with ten bus generator systems, and the numerical results are compared and discussed with available algorithms. The numerical results indicate that the proposed algorithm is able to provide better solution with reasonable computational time.

PurposeThe purpose of this paper is to propose a fuzzy multi‐criteria decision‐making procedure and it is applied to find a set of optimal solution with respect to the performance of each supplier. This method with the use of Monte Carlo simulation produces overall desirability level less imprecise and more realistic than those of the conventional QFD methods for engineering design evaluation.Design/methodology/approachA few responses obtained from customers are simulated using a triangular fuzzy QFD algorithm, Monte Carlo simulation and a multi‐objective model to optimise the total user preferences.FindingsThe proposed approach provides decision‐making with an optimal solution less imprecise in a QFD‐based collaborative product design environment.Research limitations/implicationsThe proposed approach depends on the few responses and the random numbers derived from simulation. The random numbers need to be used after passing them through random number testing methods. The responses obtained from the customer are considered to be genuine and original.Originality/valueThe triangular fuzzy, Monte Carlo simulation and multi‐objective optimisation are embedded into QFD environment to make the decisions less imprecise than that of conventional QFD and it is tested for a case study problem. It definitely helps the managers in a collaborative product design environment.

PurposeTo investigate the integration of supply chain management (SCM) and enterprise resource planning (ERP) systems for competing in the twenty‐first century supply chain.Design/methodology/approachA case study with a paper manufacturing company in China is conducted. Primary data is collected through interviews with managers of the company. The reengineering activities and processes, and the soft issues of supplier relationship are examined.FindingsBreaking the traditional decentralised system and introducing the concept of a single, integrated plan, which a company could work together with their suppliers has led to cost reduction, lead‐time reduction, improved visibility, reduced time to market, and increased efficiency in the company.Research limitations/implicationsThis research is based on a single case study in process manufacturing industry in China, which perhaps limits its usefulness elsewhere.Practical implicationsOne should not rely solely on ERP systems for managing their supply chain. Individual company should look at an effective purchasing function as one of the competencies essential to supply chain success.Originality/valueERP systems in the case company address only a subset of SCM needs. ERP's main added value is its combination of financial control with multi‐facility coordination, but ERP does not deliver supply planning and demand planning functionality for the company. The systems are not designed to support internal supply chains. However, integration of SCM and ERP gives the company the opportunity to build effective processes with suppliers they trust, so they can get the maximum return on relationship with all their suppliers on a continuous basis.