Decentralised site management—a case study

Barber, Patrick; Tomkins, Cyril; Graves, Andrew

doi:10.1016/s0263-7863(98)00014-3

Cited by 19 publications

(7 citation statements)

References 1 publication

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“…Aggregated buffers can be implemented through buffering inventory, time and capacity (Stratton and Warburton, 2003). Inventory buffering can be used in manufacturing and retail industries where physical goods are traded, (Jammernegg and Reiner, 2007), while time buffering can be employed in the service industries (Umble and Umble, 2006; Stratton and Knight, 2010) and within project-based activities (Hu et al , 2014; Kuo et al , 2009; Barber et al , 1999). Capacity buffering (reserving excess capacity) can be implemented in cases where uncertainty and variation in market and supply are significant and forecast systems are inherently undependable, and where, therefore, inventory buffering is not a viable solution (Hill et al , 2012).…”

Section: Conceptual Model and Sc Decision Framework For Feimentioning

confidence: 99%

Supply chain integration strategies in fast evolving industries

Sabet

Yazdani

Leeuw

2017

IJLM

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.*Related content and download information correct at time of download. Purpose -The purpose of this paper is to define the "fast evolving industry" (FEI) and its supply chain management (SCM) challenges. The authors review and structure the literature regarding integration strategies and implementation methods to develop a strategic decision-making framework for SCM in the FEI. Design/methodology/approach -The authors conduct a review of SCM literature, including supply chain strategy, supply chain integration (SCI), agile and responsive supply chain and SCM for innovative and fastchanging industries. The authors develop a conceptual model and a decision-making framework and use four mini cases to provide support for the model and framework. Findings -The FEI, characterised by a high level of innovation and differentiation, short products/services lifecycle and high variety, is yet to be fully defined. Inherent uncertainty in FEI supply systems makes SCM in these industries a complex but strategic task for their managers. The framework and the model offered in this study, which employ a core competency concept and provide risk management strategies, offer a strategic tool for managers and scholars in the field to optimise their integration strategies and to operationalise integration decisions. Originality/value -Little research has been published on transferable and cross-industrial SCM in FEIs. This paper defines the FEI and its resource-related concerns and then offers a conceptual model and a strategic decision-making framework for SCI in FEIs.

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Section: Conceptual Model and Sc Decision Framework For Feimentioning

confidence: 99%

Supply chain integration strategies in fast evolving industries

Sabet

Yazdani

Leeuw

2017

IJLM

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“…These include private, public, and government agencies, and the documented improvements include substantial time savings, profitability, customer satisfaction, and worker enthusiasm. Table 3 gives a sample from Cook (1998), Barber et al (1999), Cabanis-Brewin (1999), Leach (1999), Simpson and Lynch (1999), Umble and Umble (2000), Parr (2000a), Rand (2000), Fenbert and Fleener (2002), Gupta (2003), Hunt (2004), Srinivasan et al (2004), Leach (2005), Woeppel (2005), Srinivasan et al (2007), Goldratt (2009), Kishira (2009b), Jensen (2010), and the testimonials from Realization Technologies, Inc. (see http://www.realization.com) and Avraham Goldratt Institute (AGI; see http://goldratt.com). Additional information, including supplemental material and rights and permission policies, is available at http://ite.pubs.informs.org.…”

Section: Does Ccpm Deliver?mentioning

confidence: 99%

Teaching Critical Chain Project Management: The Academic Debate and Illustrative Examples

Millhiser

Szmerekovsky

2012

INFORMS Transactions on Education

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Please scroll down for article-it is on subsequent pagesWith 12,500 members from nearly 90 countries, INFORMS is the largest international association of operations research (O.R.) and analytics professionals and students. INFORMS provides unique networking and learning opportunities for individual professionals, and organizations of all types and sizes, to better understand and use O.R. and analytics tools and methods to transform strategic visions and achieve better outcomes. For more information on INFORMS, its publications, membership, or meetings visit I n recent decades, the project-scheduling practice known as critical chain project management (CCPM) has been successful in industrial applications, yet remains a subject of disagreement among scholars and is only sporadically taught in business schools. The purpose of this paper is to assess what aspects of CCPM are appropriate in operations courses, whether dedicated project management classes or broader introductory operations management classes. To answer this, we survey academic literature on traditional project management problems that gave rise to CCPM to understand if these issues are real. We also examine whether the CCPM methodology should, according to scholars, correct these problems, and survey project success stories attributed to CCPM. We conclude that CCPM is an appropriate project management methodology for student consideration on the basis of motivating critical thinking-especially about behavioral issues-rather than on formal scientific proof of its merit. In so doing, we survey teaching resources as well as articles in the trade press on the subject. We then present a sequence of numerical practice problems that are designed to motivate further critical reflection about CCPM. Throughout are a number of open questions about CCPM that the academic community has not yet answered and that instructors should keep in mind.

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“…During the thrive of Cryptocurrency in the past 10 years, researchers presented various kinds of distributed ledgers, for example, permissionless blockchain, directed acyclic graph (DAG) . Many are working on extending the usage of permissionless blockchain to power Decentralized Autonomous Organizations (DAOs) or Decentralized Autonomous Companies (DAC), which gather the anonymous resources throughout the network to collectively perform tests without any centralized manager and the result integrity is guaranteed. For example, by using a scalable blockchain as the foundation technology, a data grid or distributed database can outsource the jobs to the users.…”

Section: Introductionmentioning

confidence: 99%

A flexible n/2 adversary node resistant and halting recoverable blockchain sharding protocol

Huang

Shao

et al. 2020

Concurrency and Computation

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Blockchain sharding is a promising approach to solving the dilemma between decentralisation and high performance (transaction throughput) for blockchain. The main challenge of Blockchain sharding systems is how to reach a decision on a statement among a sub-group (shard) of people while ensuring the whole population recognises this statement. Namely, the challenge is to prevent an adversary who does not have the majority of nodes globally but have the majority of nodes inside a shard. Most Blockchain sharding approaches can only reach a correct consensus inside a shard with at most n/3 evil nodes in a n node system. There is a blockchain sharding approach which can prevent an incorrect decision to be reached when the adversary does not have n/2 nodes globally. However, the system can be stopped from reaching consensus (become deadlocked) if the adversary controls a smaller number of nodes.In this paper, we present an improved Blockchain sharding approach that can withstand n/2 adversarial nodes and recover from deadlocks. The recovery is made by dynamically adjusting the number of shards and the shard size. A performance analysis suggests our approach has a high performance (transaction throughput) while requiring little bandwidth for synchronisation.

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Decentralised site management—a case study

Cited by 19 publications

References 1 publication

Supply chain integration strategies in fast evolving industries

Supply chain integration strategies in fast evolving industries

Teaching Critical Chain Project Management: The Academic Debate and Illustrative Examples

A flexible n/2 adversary node resistant and halting recoverable blockchain sharding protocol

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