Current Issue : October - December Volume : 2013 Issue Number : 4 Articles : 6 Articles
Process standardization is targeted to address the digital society in general and business\r\ncommunity in particular for satisfying the needs of inter-enterprise integration standards that\r\nprovide real-world value (as mentioned in the Object Management Group Mission statement). For\r\nthis purpose a unified model that allows a better understanding on the nature and significance of\r\nstrategic alignment in theory and practice called ââ?¬Ë?Abstraction Standardization Customization\r\nPersonalization modelââ?¬â?¢ (ASCP Model) is conceived based on Abstraction-Standardization-\r\nConcretization Methodology. Classification is an important tool for perception and can be found in\r\nnumerous scientific disciplines. Several application areas of classification are described in the\r\ncontext of information modeling. The usefulness of classification both as a reference model and a\r\nmethodology is required for the purpose of systematically positioning the macro level problems\r\nin various layers defined in the classification scheme and is adopted in ASCP Model. ASCP Model\r\nis a classification scheme to drive and derive Process Standardization. Consistency in operations\r\nis necessary for claiming the process as a reference to set of standard patterns. Business Process\r\nModeling has undoubtedly emerged as a popular and relevant practice in this regard. Our findings\r\nsuggest that the critical areas of concern are standardization of processes, process modeling\r\napproaches, identification of the value and its proposition in business process modeling and in\r\nmodel-driven process execution. It is believed that ASCP both as a model and methodology is\r\nexpected to persist as a road for building standard process blocks targeting the digital governance\r\nand digital business community in the future....
The paper presents research carried out at a\r\nmediumsize manufacturing organization in east Asia.\r\nThe study tries to highlight the importance of supply\r\nchainmanagement;specifically,ouraimforthisstudyis\r\ntounderstandlogisticsandperformancemeasurementin\r\nthe logistics and supply chain, and we include a\r\ntheoreticaldiscussionofonlinedatacollectedandacase\r\nstudy of the logistic performance of a real organization.\r\nThestudyalsoexaminestheperformanceoftheselected\r\ncompany, identifies the problems and provides\r\nrecommendationsforimprovements.Thisstudycanbea\r\nguide for business advisers and those interested in\r\nanalysing company performance, especially from a\r\nlogisticsviewpoint.Wealsosuggestthemethodologyof\r\nthis case study for those who want to have a better\r\nunderstandingofabusinessenvironmentbeforestarting\r\ntheirownbusiness,orforbenchmarkingpracticeduring\r\nstrategicplanning....
The bullwhip effect is defined as the distortion\r\nof demand information as one moves upstream in the\r\nsupply chain, causing severe inefficiencies in the whole\r\nsupply chain. Although extensive research has been\r\nconductedtostudythecausesofthebullwhipeffectand\r\nseekmitigationsolutionswithrespecttoseveraldemand\r\nprocesses, less attention has been devoted to the impact\r\nofseasonaldemandinmultiechelonsupplychains.This\r\npaperconsidersasimulationapproachtostudytheeffect\r\nof demand seasonality on the bullwhip effect and\r\ninventory stability in a fourechelon supply chain that\r\nadopts a base stock ordering policy with a moving\r\naverage method. The results show that high seasonality\r\nlevelsreducethebullwhipeffectratio,inventoryvariance\r\nratio, and average fill rate to a great extent; especially\r\nwhen the demand noise is low. In contrast, all the\r\nperformance measures become less sensitive to the\r\nseasonality level when the noise is high. This\r\nperformance indicates that using the ratios to measure\r\nseasonalsupplychaindynamicsismisleading,andthatit\r\nisbettertodirectlyusethevariance(withoutdividingby\r\nthe demand variance) as the estimates for the bullwhip\r\neffect and inventory performance. The results alsoshow\r\nthatthesupplychainperformancesarehighlysensitiveto\r\nforecastingandsafetystockparameters,regardlessofthe\r\nseasonalitylevel.Furthermore,theimpactofinformation\r\nsharing quantification shows that all the performance\r\nmeasures are improved regardless of demand\r\nseasonality.Withinformationsharing,thebullwhipeffect\r\nandinventoryvarianceratiosareconsistentwithaverage\r\nfillrateresults....
This paper explores the quantity discount coordination models in the fashion supply chain with uncertain yields and random\r\ndemand. The paper proves that, under the independent and noncoordinated decision patterns, there exists a Nash equilibrium\r\nbetween the supplier and the manufacturer which reduces the supply chainââ?¬â?¢s profit margin. In order to achieve the ââ?¬Å?optimalââ?¬Â\r\ncentralized supply chain expected profit margin, new quantity discount models have been established. Both the supplier-oriented\r\nand the manufacturer-oriented Stackelberg supply chain gaming models are investigated. Our analytical and numerical analyses\r\nshow that the quantity discount contract proposed in this paper can largely reduce the negative influence brought by the uncertainty\r\nof yields and demand.Therefore, the profit margin of supply chains based on quantity discount can reach the optimal level of the\r\nsupply chain under the centralized setting....
This work presents the effect, in terms of\r\ntravel distance and material handling time reductions,\r\nof an optimal rather than a uniform item allocation in\r\none-block picking warehouses, both with and without\r\nthe use of a simple picking heuristic. Since developing\r\nefficient product-location strategies represents a\r\ncritical issue in Operations Management, due to the\r\nimpact on warehouse performance in terms of both\r\nservice level and operation costs, this paper focuses on\r\nan effective quantification of obtainable travel time\r\nreductions, obtaining a significant result for\r\nmanufacturing companies aiming to determine the\r\nmost appropriate material handling resource\r\nconfiguration. Building on previous work on the effect\r\nof slot-code optimization on travel times in single/dual\r\ncommand cycles, the authors broaden the scope to\r\ninclude the most general picking case, thus widening\r\nthe range of applicability and realising former\r\nsuggestions for future research....
The aim of this paper is to analyse longitudinally\r\nthe development of purchasing strategies in the\r\nautomotive industry during the last 20 years. The\r\namplitude of the business cycle during this time frame has\r\nbeen very high and includes periods of financial/automotive\r\ncrisis as well as high sales and demand. Our empirical\r\ndata is primarily drawn from a 1990ââ?¬â??2010 longitudinal\r\ncase study of the relationship between automaker Volvo\r\nPersonal Cars and Autoliv, a supplier of seat belts and\r\nairbags, complemented with secondary data framing the\r\ndevelopment of the industry level. The theoretical focus is\r\non outsourcing and purchasing strategies developed\r\nwithin long-lasting buyer-supplier relationships;\r\ntheoretical pillars are found in transaction-cost theories\r\nand the resource-based view of the firm.\r\nBased on the longitudinal case study, our analysis\r\npinpoints the importance of intimate cooperation\r\nbetween customer and supplier in areas close to the core\r\nvalues and core competences of the buyer (that is, the\r\nautomaker). From an industry-level perspective, the\r\nwinners in the automobile industry from 2010 and\r\nonwards have been and will be those who can organize\r\nlong-term collaboration partnerships between the\r\nautomakers, their suppliers, and the political\r\nstakeholders, and who can outsource a large part of the\r\ntechnical development to the suppliers in areas also close\r\nto the core competences. The automakers must accept\r\nthat their suppliers have competing automakers as their\r\ncustomers and search for synergies in their product\r\nportfolio. Theoretically, there is a need for conceptual\r\ndevelopment through deeper studies of the firmââ?¬â?¢s\r\nrelational capability and its implications....
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