Analysing meta-organizations with embedded brokering services performance modelled as a call-centre for supporting dynamic reconfigurability of networked and virtual organizations

Abstract

Various companies choose to outsource the delivery of part of their services, so as not to deviate from its core business and improve the service level. This approach leads to a new type of organizations, so-called networked and virtual enterprises, where possibly a great number of companies work together without having direct contact but through a broker, as an intermediary, that streamlines the relationships between them. To enable high level efficiency, as well as some other functional requirements, the meta-organizations and brokering services are conceived as environments and services for networked and virtual enterprises operation and dynamic reconfigurations, representing a model of organizations-of-organizations, as an implementation of one of the Industry 4.0 models and ecosystem for networked and virtual enterprises dynamic reconfiguration. In this paper, the meta-organizations with embedded brokering services, modelled as call centres, are analyzed. Various simulations are presented, based on Erlang's formulas for some of design and performance measures parameters evaluation, such as service level, average waiting time, agent occupancy and service traffic intensity.

Value analysis as a mechanism to reduce the complexity of the selection of the resources system for Agile/Virtual Enterprises in the context of Industry 4.0

“…The first restriction (7) imposes that each processing task is performed only by one resource. The next group of restrictions (8) force the variables to be binary. The last two restrictions (9) demand that when each pair of adjacent resources is selected then its transportation is also selected.…”

“…An A/V E should be a dynamic and virtual structure capable of reacting to a business opportunity, in which not every partner enterprise involved, whether wholly or partially, would lose its physical and cultural identity upon deactivation at the end of the product lifecycle. Even during the operation phase of the A/V E, the setting may change to ensure business alignment with market demands, translated by identifying the reconfiguration opportunities and continuing adjustment or reconfiguration of VE network, to meet unexpected situations or to keep the continued competitiveness and maximum performance [8].…”