In 1998, the Council of Logistics Management modified its definition of logistics to indicate that logistics is a subset of supply chain management and that the two terms are not synonymous Now that this difference has been recognized by the premier logistics professional organization, the challenge is to determine how to successfully implement supply chain management This paper concentrates on operationalizing the supply chain management framework suggested in a 1997 article Case studies conducted at several companies and involving multiple members of supply chains are used to illustrate the concepts described

https://ecsocman.hse.ru/data/676/863/1219/article1.pdf

Supply Chain Management: Implementation Issues and Research Opportunities

We investigate the hypothesis that the combination of three related innovations—1) information technology (IT), 2) complementary workplace reorganization, and 3) new products and services—constitute a significant skill-biased technical change affecting labor demand in the United States. Using detailed firm-level data, we find evidence of complementarities among all three of these innovations in factor demand and productivity regressions. In addition, firms that adopt these innovations tend to use more skilled labor. The effects of IT on labor demand are greater when IT is combined with the particular organizational investments we identify, highlighting the importance of IT-enabled organizational change.

/pdf/information-technology-workplace-organization-and-the-demand-lnmkifa9e9.pdf

Information Technology, Workplace Organization, and the Demand for Skilled Labor: Firm-Level Evidence

Existing models for describing a process (such as a business process or a software development process) tend to focus on the "what" or the "how" of the process. For example, a health insurance claim process would typically be described in terms of a number of steps for assessing and approving a claim. In trying to improve or redesign a process, however, one also needs to have an understanding of the "why"--for example, why do physicians submit treatment plans to insurance companies before giving treatment? and why do claims managers seek medical opinions when assessing treatment plans? An understanding of the motivations and interests of process participants is often crucial to the successful redesign of processes.
This thesis proposes a modelling framework i* (pronounced i-star) consisting of two modelling components. The Strategic Dependency (SD) model describes a process in terms of intentional dependency relationships among agents. Agents depended on each other for goals to be achieved, tasks to be performed, and resources to be furnished. Agents are intentional in that they have desires and wants, and strategic in that they are concerned about opportunities and vulnerabilities. The Strategic Rationale (SR) model describes the issues and concerns that agents have about existing processes and proposed alternatives, and how they might be addressed, in terms of a network of means-ends relationships. An agent's routines for carrying out a process can be analyzed for their ability, workability, viability and believability. Means-ends rules are used to suggest methods for addressing issues, related issues to be raised, and assumptions to be challenged. The models are represented in the conceptual modelling language Telos. The modelling concepts are axiomatically characterized.
The utility of the framework is illustrated each of four application areas: requirements engineering, business process reengineering, organizational impacts analysis, and software process modelling. Advantage of i* over existing modelling techniques in each of these areas are described.

Modelling strategic relationships for process reengineering

https://cyberleninka.org/article/n/1480197.pdf

Big Data in Smart Farming – A review

Customer relationship management (CRM) is a combination of people, processes and technology that seeks to understand a company's customers. It is an integrated approach to managing relationships by focusing on customer retention and relationship development. CRM has evolved from advances in information technology and organizational changes in customer‐centric processes. Companies that successfully implement CRM will reap the rewards in customer loyalty and long run profitability. However, successful implementation is elusive to many companies, mostly because they do not understand that CRM requires company‐wide, cross‐functional, customer‐focused business process re‐engineering. Although a large portion of CRM is technology, viewing CRM as a technology‐only solution is likely to fail. Managing a successful CRM implementation requires an integrated and balanced approach to technology, process, and people.

James E. Short

Papers

The New Industrial Engineering: Information Technology and Business Process Redesign