Collaborative design and analysis of supply chain network management key processes model

Lu, Ta-Ping; Trappey, Amy J.C.; Chen, Yi-Kuang; Chang, Yu-Da

doi:10.1016/j.jnca.2013.03.015

Cited by 19 publications

(8 citation statements)

References 42 publications

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“…The multi-criteria utility analysis method proposed by [12] to allow evaluating a set of decision-making alternatives, given a set of criteria. Fuzzy analytic hierarchy processes (FAHP) are proposed for the decision making process [13], in which weightings and rankings provide decision-makers a reference for the relative importance of the dimensions to make decisions. The alignment of decisions from a hierarchical point of view is treated in [14], in which the dominant partner of the network defines its own decisions and the other partners have to align their decisions according to the ones defined by the dominant one.…”

Section: Literature Reviewmentioning

confidence: 99%

A decision support system for the collaborative selection of strategies in enterprise networks

Andrés

Poler

2016

Decision Support Systems

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Collaborative networks (CN) consist of autonomous and heterogeneous partners, and each defines its own objectives and formulates its own strategies, which are selected and activated to achieve these objectives. The heterogeneity that characterises network partners could lead to contradictions appearing among the strategies formulated in each CN enterprise.Consequently, the strategies formulated in one enterprise could negatively influence the achievement of the objectives defined in other enterprises of the same network. These contradictions lead to strategies misalignments, which worsens the network performance. In order to deal with these misalignments, a DSS is proposed to support the process of selecting the strategies among all those formulated, with the aim of achieving higher alignment levels.The proposed DSS considers the impacts that each strategy formulated in each enterprise has on the performance of the objectives defined by each network partner. This allows enterprises to select a set of aligned strategies. The selection of proper strategies to be activated in each enterprise strongly influences the CN's performance level, and higher levels of network adaptability, agility and competitiveness are achieved. The proposed DSS is validated under real conditions in a food industry network. The DSS is evaluated by emulating real collaborative conditions and is compared with the equivalent non-collaborative decision making perspective used for selecting strategies. The results demonstrate that the collaborative approach outperforms the performance level of the non-collaborative one and is more effective for handling the robustness and the long-term operation of the CN.Enterprises are continuously dealing with new decisions, and, when carrying out the decision-making process, they have to reach a decision after considering a set of potential options. The decision-making process increases in complexity when more than one actor is involved in the decision; this occurs in collaborative networks (CN). Camarinha-Matos and Afsarmanesh [1] define CN as a network that consists of a variety of autonomous, geographically distributed and heterogeneous entities that collaborate to better achieve common or compatible goals, and to jointly generate value. In CN, each enterprise defines its own objectives and formulates its own strategies; therefore, distinct interests are involved, which may lead to conflictive situations that derive from disagreements in the selection of strategies.The processes carried out by the enterprises that belong to a CN are characterised by being collaborative; and have been largely studied with the aim of dealing with the associated complexity in the CN context. Works that are worth mentioning and propose decision-making systems to address the associated complexity, which occurs in the CN context, include [2] [3][4]. The work carried out by [5] consolidates the wide variety of knowledge available in the collaborative domain, and proposes a comprehensive analysis of the most important collaborat...

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Section: Literature Reviewmentioning

confidence: 99%

A decision support system for the collaborative selection of strategies in enterprise networks

Andrés

Poler

2016

Decision Support Systems

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“…Firms may develop various types of relationships with different types of organizations in their SCN as their performance is either directly or indirectly in luenced by them (Jammernegg & Kischka, 2005;Ritter et al, 2004). Each relationship can be considered as being signi icant capabilities that the irm owns since it carries various pro it op-portunities (T.-P. Lu, Trappey, Chen, & Chang, 2013). Having relationships with other irms provides various beneits for irms through granting access to the valuable resources and competencies in other irms within a network (Daugherty, 2011).…”

Section: Rationale For Developing Relationshipsmentioning

confidence: 99%

“…Thus, the competitiveness of the irm is connected to the ability to acquire valuable resources by creating various relationships (Pellicano et al, 2016). The ability of the irm to manage relationships with other irms can be considered as a core competency and is one of the prominent sources of competitive advantage (Agarwal & Sharma, 2016;Blome, Paulraj, & Schuetz, 2014; T.-P. Lu et al, 2013;Tachizawa & Yew, 2014). Many of a irm's relationships with its customers and suppliers are crucial to guarantee its competitive survival, and each relationship may involve a substantial amount of time and cost (Ritter et al, 2004).…”

Section: Rationale For Developing Relationshipsmentioning

confidence: 99%

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Developing relationship management strategies in a network context

2019

J. adm. bus. stud.

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In today's turbulent business environment, irms are becoming increasingly interdependent and are no longer expected to compete simply as an isolated business entity. The irm's boundaries continue to extend as they outsource to reach out to one another's resources across the Supply Chain (SC). The SCs have often been considered as a series of independent organizations which are connected through dyadic ties, often conceptualized as a simple linear system. Although this linear perception of dyadic interactions is worthy of investigation, it does not represent the realities of today's complex SCs. A irm is a part of the overall network, and its business strategies depend on its embeddedness in the network structure and how it interacts with other participants. Accordingly, in analyzing the irms' business environment, irms should not be considered in isolation but as being embedded in the network context. As a result, to effectively implement strategies, irms need to address issues in their Supply Chain Network (SCN) and develop effective relationships with different SCN actors to gain necessary resources that are not possessed by themselves. Therefore, the purpose of this paper is to investigate and analyze the current Relationship Management Strategies (RMS) that irms apply to govern the whole SCN. The paper conducts a comprehensive review of Industrial Marketing and Purchasing (IMP) and SCN literature to explore how irms develop relationships with various actors with the SCN. The indings reveal that the linear perspective is not enough to truly understand the SC and emphasize that irms need to consider a network perspective to analyze their SC, which paves the way to shift from the SC towards an SCN context. By providing the main distinctions between an SCN and an SC, this paper also clari ies the actor's characteristics of the SCN and enhances the understanding of the SCN actor. It furthermore identi ies different existing RMS models that irms apply to manage their SCN, synthesizing knowledge involving the RMS and SCN. Finally, by outlining further research directions this paper alerts researchers, for example, to investigate RMS in the network context while considering various contingency variables in their future research.

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“…Then the supplier evaluates the plans in terms of risk of back-ordering [9] and chooses the less risky plan. However, the risk of back-ordering is still poor information regarding the multi-dimension nature of evaluation of a production planning process [12]. Another part of SCM literature focuses on the actor planning process and on how to take into account the multi-objective nature of the problem and the qualitative evaluation of a production plan.…”

Section: Supply Chain Planningmentioning

confidence: 99%

Towards a Transparent Deliberation Protocol Inspired from Supply Chain Collaborative Planning

Saint-Cyr

2014

Information Processing and Management of Uncertainty in Knowledge-Based Systems

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Open Archive TOULOUSE Archive Ouverte (OATAO) OATAO is an open access repository that collects the work of Toulouse researchers and makes it freely available over the web where possible. This is an author-deposited version published in: http://oatao.univ-toulouse.fr/ Eprints ID : 12984Any correspondance concerning this service should be sent to the repository administrator: staff-oatao@listes-diff.inp-toulouse.fr Towards a transparent deliberation protocol Inspired from supply chain collaborative planning * Florence BannayRomain Guillaume IRIT, Toulouse University, France AbstractIn this paper we propose a new deliberation process based on argumentation and bipolar decision making in a context of agreed common knowledge and priorities together with private preferences. This work is inspired from the supply chain management domain and more precisely by the "Collaborative Planning, Forecasting and Replenishment" model which aims at selecting a procurement plan in collaborative supply chains.

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Collaborative design and analysis of supply chain network management key processes model

Cited by 19 publications

References 42 publications

A decision support system for the collaborative selection of strategies in enterprise networks

A decision support system for the collaborative selection of strategies in enterprise networks

Developing relationship management strategies in a network context

Towards a Transparent Deliberation Protocol Inspired from Supply Chain Collaborative Planning

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